6 kill outlookC 6 koillsr ene (^) esdRedil ltos perform well in key, stable roles within the company (share of organizations surveyed)
Skills, knowledge and abilities $ttitudes
2 2 2
ECONOMY G/ 2 %$/
Cognitive skills^24 %
Engagement skills^7 %
Management skills^13 %
Physical abilities^4 %
Technology skills^14 %
Ethics^2 %
Self-eĴcacy^25 %
Working with others^12 %
(^96) keillss mRoilslti pnrigor (^) itsizeRdil flo fr orecskuillisng and upskilling in the next ıve years (share of organizations surveyed)
Skills, knowledge and abilities $ttitudes Global average
Analytical thinking^50 %
Leadership and social inIJuence^46 %
Curiosity and lifelong learning^39 %
Resilience, IJexibility and agility^37 %
AI and big data^35 %
Talent management^30 %
Creative thinking^28 %
Service orientation and customer service^28 %
Technological literacy^26 %
Motivation and self-awareness^24 %
:R 6 killis lrle sTutiaredb iblyit thye workforce that are expected to remain the same (share of all skills
reTuired)
Global% %
T 3 rreafeirnreidn sgou (^) rfcuesn odf ifunngding for training, upskilling and reskilling efforts (share of organizations surveyed)
ECONOMY GLOBAL
Co-funding across the industry^11 %^16 %
Free-of-cost training^36 %^28 %
Funded by government^11 %^22 %
Funded by my organi]ation^93 %^87 %
Public-private hybrid funding^16 %^24 %
:orkIorce strateJ\ outlook
T(xapelectnedt cohuantgleo oin Rtal (^) einnt (^) availab ility, development and retention in the next ıve years (share of organizations
surveyed)
,mproving :orsening Global average Global average
Talent availability when hiring
59 % -^100 % +^100 % 22 %
Talent development of existing workforce
4 % -^100 % +^100 % 85 %
Talent retention of existing workforce
24 % -^100 % +^100 % 54 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
ECONOMY G/ 2 %$/
. Improve talent progression and promotion processes^46 %
. Provide eijective reskilling and upskilling^46 %
. Oijer higher wages^41 %
. Improve internal-communication strategy^22 %
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^22 %
. Improve working hours and overtime^20 %
. Better articulate business purpose and impact^17 %
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^17 %
. Support employee health and well-being^17 %
Improve people-and-culture metrics and reporting^15 %
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
ECONOMY G/ 2 %$/
. Run comprehensive DEI training for managers^44 %
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^33 %
. Run comprehensive DEI training for staij^29 %
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^29 %
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms 2 %
Global %
Economy Profile / 2
Lithuania
Working Age Population (Millions)
2. 1